Chapter 3 Managing the Information Systems Project

Transcription

1 Princess Noura University Computer Science and Information Faculty Information Systems Department IS321 Chapter 3 Managing the Information Systems Project

2 Learning Objectives Discuss skills required to be an effective project manager Describe skills and activities of a project manager during project initiation, planning, execution and closedown Explain critical path scheduling, Gantt charts, and Network diagrams. Explain the utility of commercial project management software tools. 2

3 Importance of Project Management Project management may be the most important aspect of systems development project Effective PM helps ensure Meeting customer expectations Satisfying budget and time constraints 3

4 Project Manager is a Systems Analyst responsible for Project initiation Planning Execution Closing down Must have a diverse set of skills Management Leadership Technical problem solving Conflict management Customer relations Team management Risk and change management 4

5 Deciding on Systems Projects System Service Request (SSR) A standard form for requesting or proposing systems development work within an organization Feasibility study A study that determines whether a requested system makes economic and operational sense for an organization 5

6 System Service Request (SSR) is a form requesting development or maintenance of an information system. It includes the contact person, a problem statement, a service request statement, and liaison contact information 6

7 Project Management Phases Project Planned undertaking of related activities to reach an objective that has a beginning and an end. Project management phases Initiation Planning Execution Closing down 7

8 PM Phase 1: Project Initiation Assess size, scope and complexity, and establish procedures to support later project activities. Activities: 1- Establishing the project Initiation team 2- Establishing a relationship with customer 3- Establishing the project initiation plan 4- Establishing management procedures 8

9 PM Phase 1: Project Initiation cont. 5- Establishing the project management environment and Project workbook 6- Developing the project charter A short document prepared for the customer during project initiation that describes what the project will deliver and outlines generally at a high level all work required to complete the project 9

10 Project charter 10

11 PM Phase 2: Project Planning Define clear, discrete activities and the work needed to complete each activity within a single project. Activities: 1-Describe project scope, alternatives and feasibility Understand the project What problem is addressed What results are to be achieved Measures of success Completion criteria 11

12 PM Phase 2: Project Planning cont. 2- Divide the project into manageable tasks Work breakdown structure (e.g. Gantt chart) 12

13 PM Phase 2: Project Planning cont. 3- Estimate resources and create a resource plan. 4- Develop a preliminary schedule Gantt chart and network diagrams 13

14 PM Phase 2: Project Planning cont. 5 - Develop a communication plan Outline communication processes among customers, team members and management Types of reports Frequency of reports 6- Determine project standards and procedures Specify how deliverables are tested and produced 14

15 PM Phase 2: Project Planning cont. 7- Identify and assess risk Identify sources of risk Estimate consequences of risk 8- Create a preliminary budget 9- Develop a Project Scope Statement Outlines work that will be done and describe what the project will deliver 10- Set a Baseline Project Plan Estimate of project s tasks and resources requirement Guide to the next project phase (execution) 15

16 PM Phase 3: Project Execution Plans created in prior phases are put into action. Activities: 1- Execute baseline project plan Acquire and assign resources Train new team members Keep project on schedule 2- Monitor project progress against the baseline project plan Adjust resources, budget and/or activities 16

17 PM Phase 3: Project Execution cont. 3- Manage changes to baseline project plan Slipped completion dates Changes in personnel New activities 4- Maintain project workbook 5- Communicate project status 17

18 PM Phase 4: Project Closedown Bring the project to an end. Activities: 1- Closing down the project Types of termination: Natural - Requirements have been met Unnatural - Project stopped Documentation Personnel Appraisal 18

19 PM Phase 4: Project Closedown cont. 2- Conduct post-project reviews Determine strengths and weaknesses of Project deliverables Project management process Development process 3- Close customer contract 19

20 Representing and Scheduling Project Plans Gantt Charts Useful for depicting simple projects or parts of large projects Show start and completion dates for individual tasks Network Diagram Show order of activities 20

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22 Comparison of Gantt chart and Network diagram Gantt chart Network diagram Visually shows duration of tasks Visually shows dependencies between tasks Visually shows time overlap between tasks Visually shows which tasks can be done in parallel Visually shows slack time Shows slack time by data in rectangles 22

23 Calculating Expected Time Duration Using PERT PERT: Program Evaluation Review Technique Technique that uses optimistic (o), pessimistic (p), and realistic (r) time estimates to determine expected task duration Formula for Expected Time for each activity: ET = (o + 4r + p)/6 23

24 Example PERT Analysis 24

25 Constructing a Gantt Chart and Network Diagram Steps: 1- Identify each activity Requirements Collection Screen Design Report Design Database Design User documentation Software programming Installation and testing 25

26 Constructing a Gantt Chart and Network Diagram cont. 2- Determine time estimates and expected completion times for each activity. 26

27 Constructing a Gantt Chart and Network Diagram cont. 3- Determine sequence of activities Construct a Gantt chart and network diagram using the estimated time and activity sequencing. 27

28 Constructing a Gantt Chart and Network Diagram cont. 4- Determine the critical path. Critical path: the shortest time in which a project can be completed Slack time: the amount of time that an activity can be delayed without delaying the project 28

29 Determining the Critical Path Calculate the earliest expected completion time (T E ) for each activity For first activity T E = ET For other activities: T E = MAX(T E (predecessor) + ET(current)) The T E for the last activity represents the amount of time the project should take to complete. 29

30 Determining the Critical Path cont. T E =ET=5 1 ET=5 T E =5+6=11 2 ET=6 T E =5+6=11 3 T E =Max (11+2=13, 11+2=13) T E =13+5.5=18.5 T E =13 4 ET=2 5 ET=5.5 6 T E = Max(18.5+1=19.5,21+1=22) 8 7 ET=1 T E =22 T E =13+5=18 T E =18+3=21 ET=6 ET=5 ET=3 30

31 Determining the Critical Path cont. Calculate the latest expected completion time (T L ) for each activity For last activity T L =T E For other activities: T L = MIN(T L (successor) - ET(successor)) Calculate the slack time for each activity Slack time = T L T E All activities with a slack time equal to zero are on the critical path. 31

32 Determining the Critical Path cont. T L = Min (11-6=5, 11-6=5) T L =5 1 ET=5 T L =13-2=11 2 ET=6 T L =13-2=11 3 ET=6 T L = Min ( =15.5,18-5=13) T L =13 4 ET=2 T L = 22-1=21 5 ET=5.5 TL=21-3=18 6 ET=5 ET=3 8 7 T L = T E = 22 ET=1 T L = 22-1=21 32

33 Determining the Critical Path cont. 33

34 Using Project Management Software Many systems are available Three activities required to use: Establish project start or end date Enter tasks and assign task relationships Select scheduling method to review project reports 34